yep -- I've had this exact issue on zero w - corrupt FS, but not physically destroyed.
843 karma · joined October 4, 2010
https://twitter.com/andyidsinga
<snip snip> A network effect (also called network externality or demand-side economies of scale) is the positive effect described in economics and business that an additional user of a good or service has on the value of that product to others. When a network effect is present, the value of a product or service increases according to the number of others using it.[1]
interesting you say this -- I've been thinking along similar lines. I've been calling it "banquet style" restaurants : scheduled menu (crowd votes/RSVPs); pay by subscription (?), very reasonable prices (due to menu optimization), make the environment an interesting social/network/meetup experience; beer/wine/cocktails are extra and high margin...
> Also, I have yet to figure out how to unhack the hackers from my Instagram so if you change your mind and want to restore my Instagram to its original form as well as help me secure my account from future privacy breaches, I'd be extremely grateful.
> While Silicon Valley start-ups raise funding every 18 to 24 months on average, the group was told that the most successful Chinese companies do it every six months. It isn’t unusual for a hot start-up to raise funding three to four times a year
edit changed 669 to 996 :)
so , some smart finance people at GE may have calculated that now is a good time to put them on the market vs wait.
this is astonishing - without criticizing this article - the emotional ping/pong effect of health studies in general is really crazy : as in "eggs are good for you again"
edit: to be clear : I'm not offering a critique of health studies in general of this one specifically; just an observation about the emotional response to these types of articles.
We've got good chops in both biotech/life sciences and software development ..and the default urge is to build a fully automated system and tools.
however, what we're doing instead, is focusing on customer development at the front end - the "customer onboarding" process. This is involves a bunch of human interaction to understand exactly how customers are approaching their data and experimental processes - it feels a lot like consulting on the front end and definitely doesn't "scale".
Over time, we'll start creating very specific tools that help a) make onboarding quicker and easier for the customer and b) reduce the onboarding burden on us - the key is to only do this when we have clear understanding of the required features and the ROI for developing them.
Current customer feedback is very interesting it ranges from: "analytics still requires a lot of high-touch expert consulting" to "feature _______ is a simple feature that customers need right now ..make it, and that will lead to other feature insights and customer use."
...would love to hear any advice / thoughts ..we're in the struggle :)
[1] Yukon Data Solutions https://yukondata.integralappsystems.services/t1/
There was an interesting discussion of when and why they took investment for the new Wayfair brand vs not taking it for the other businesses they built. As I was listening it occurred to me they had stumbled upon a good recipe for bootstrapping and/vs VC:
<snip snip>
RAZ: Yeah. In 2011, I guess, was when you decided that you needed to scale this even bigger. And this was the first time you actually took in outside investment. Why did you allow venture capitalists to get involved in this company?
SHAH: We're definitely ones who would rather just fund it ourselves or self-fund the business and have it fund itself. The challenge became - in 2011, we believed the big opportunity - to continue the trajectory and to really capture the big opportunity, we needed to build a brand. And the amount of capital we thought to go through that migration and to build a brand that it would take was not an amount we could self-fund.
RAZ: Because you did not have a brand. CSN was not enough of a brand.
SHAH: Right. You know, consumers didn't know that brand. It wasn't - you want a brand that when, you know, you think, hey, I need to shop; I want to redo my living room - you want someone to think, oh, I go to Wayfair. You want it to be a top-of-mind brand for a category, right? And that is not - that's not easy to do. And even if you figure out how to do it, it's not inexpensive by any stretch, right? So there - we wanted to be able to do that.
</snip snip>
So.. there is certainly a key element of control and motivation in a bootstrapped business vs a business with outside investors. But AFAICT, nothing fundamental about level of difficulty or quality of life.
> Though it sounds slightly paradoxical, if you want to raise money, the best thing you can do is get yourself to the point where you don't need to.
I'm not being flip when I say : the same thing that happens when other companies go bankrupt. They're products may or may not work anymore, may or may not be serviceable anymore, may decline in value to zero (or not), returns for defects not possible and so on...
Different people - early vs late adopters - will have different tolerances for these things.
> satisfied without smart things in life
Does your home have a thermostat? Does your car have an engine control system, automatic heating and cooling system? Does your lawn-mower have a mechanical throttle governor?
I am being a little flip in this last part - obviously you're not defining those as "smart things" but talking more about the modern "internet of shit" definition ..but my point is "smart things" today are different from what they were in years past and will certainly be different tomorrow..
:)
Its easy to assume sales were flat/declining - but with recent news about their north glasses; maybe its redirecting resources ??